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<td class="pageTitle" nowrap="true">Task: Handle Exceptions and Problems</td><td width="100%">
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<td valign="top">This task describes how to initiate appropriate corrective actions to problems and exceptions arising in the project. </td>
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<td>Disciplines: <a href="./../../rup/disciplines/rup_project_management_discipline_F303DA84.html" guid="_yeA1y9nmEdmO6L4XMImrsA">项目管理</a></td>
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<li>
<a href="./../../rup/roles/rup_project_manager_363CE680.html" guid="{EE97A8CD-66CA-4A9B-9871-E3B94CCED528}">项目经理</a>
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</td><td class="sectionTableCell"><span class="sectionTableCellHeading">Additional Performers:
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<th class="sectionTableHeading" scope="row">Inputs</th><td class="sectionTableCell" width="42%"><span class="sectionTableCellHeading">Mandatory:
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<li>
<a href="./../../rup/workproducts/rup_issues_list_40ACA7DC.html" guid="{78157368-E2D1-457E-84AF-D8D2C1C20B97}">问题列表</a>
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<a href="./../../rup/workproducts/rup_status_assessment_A990B5EF.html" guid="{F6D674A6-D71A-4D36-A195-4C888C1D0E70}">状态评估</a>
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<a href="./../../rup/workproducts/rup_cm_plan_EDA7C715.html" guid="{71138CAE-59CA-41DE-8DD1-BE11799566FD}">配置管理计划</a>
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<a href="./../../rup/workproducts/rup_problem_resolution_plan_516F6214.html" guid="{5F77F969-3117-4924-AE01-E82CB60287D4}">问题解决计划</a>
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<a href="./../../rup/workproducts/rup_work_order_CFBC805B.html" guid="{18DB40A1-6272-467A-AC68-B2C4BE1DCD6C}">工作单</a>
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<a href="./../../rup/workproducts/rup_issues_list_40ACA7DC.html" guid="{78157368-E2D1-457E-84AF-D8D2C1C20B97}">问题列表</a>
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<div class="sectionHeading">Main Description</div>
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    A Status Assessment is created in the regularly scheduled Report Status task. Each Status Assessment identifies any
    <b>problems</b> or "things gone wrong". These can be project problems (e.g. deviations from plans, personnel), product
    problems (defects, requirements ambiguities, technology deficiencies), and realized risks. The Status Assessment also
    identifies any <b>exceptions</b> that occur. Exceptions can be thought of as issues that are barriers to project
    progress (e.g. availability of equipment, availability of key individuals to answer questions, difficulty getting a
    decision made). The Project Manager also maintains an Issues List, which is maintained more or less continuously and so
    is usually more current than the Status Assessment. These are the means of recording and tracking the issues that are
    the stimulus for this task.
</p>
<p>
    The project manager invokes the Handle Exceptions and Problems task to address any problems or issues as they become
    known.
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<div class="sectionHeading">Steps</div>
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<div class="stepHeading"> Evaluate Exceptions and Problems </div>
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<td><a id="Evaluate Exceptions and Problems" name="Evaluate Exceptions and Problems"></a>
<p>
    The first step is to evaluate each of the problems/issues identified in the Status Assessment and Issues List. Most
    projects run a regular (often weekly) "Issues Meeting" for this purpose attended by the project manager, software
    architect and team leads. For each problem/issue you need to identify the cause, its impact on the project, and
    determine what your options are to resolve it. You should also determine if the possible solutions are within the
    authority of the project team to implement.
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<div class="stepHeading"> Determine Appropriate Corrective Actions </div>
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<p>
    Next, for each problem/exception, select the preferred approach for resolution and determine the steps you need to take
    to implement it. If this approach will require a change to the Software Development Plan or the product's requirements
    or design, you will need to create a Change Request and implement the change following the project's Configuration
    Management Plan. If the approach does not change one of the baselined plans then the solution can be implemented by the
    project manager issuing a new Work Order. In either case, if the preferred solution is beyond the authority of the
    project team the issue should be escalated to the Project Review Authority for resolution. For example, if the Project
    Manager has determined that, without corrective action, the current iteration will not meet its planned end date, the
    preferred course of action is to re-scope the iteration (because iterations are <a class="elementLinkWithUserText" href="./../../rup/guidances/termdefinitions/timeboxing_109B588A.html" guid="_yYy-k9nmEdmO6L4XMImrsA">timeboxed</a>): if
    this impacts something that is deliverable to the customer at the end of the iteration, then it should not be done
    unilaterally by the project team.
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<div class="stepHeading"> Issue Change Requests and/or Work Orders </div>
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<td><a id="Issue Change Requests and/or Work Orders" name="Issue Change Requests and/or Work Orders"></a>
<p>
    Once the corrective action for each problem or exception has been determined, and any necessary approvals, the project
    manager documents the work involved and raises Change Requests and/or Work Orders to initiate the work. The project
    manager is often able to retire issues from the Issues List at this point, because the closure will be tracked by other
    means.
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<td class="copyright">Copyright &copy; 2008 版权所有 东软集团股份有限公司&nbsp; 联系邮箱:<a href="mailto:tcoe@neusoft.com">tcoe@neusoft.com</a></td>
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